CHAPTER 1

INTRODUCTION

1
 INTRODUCTION

An organization whether formal or informal, large or small composed of the human

resources who come from different values of life and who are different one another in their
knowledge. Shall creative ability, talent and attitude. As well as the attitude and believes are
also different from one another. Without proper co-ordination and control an organization
cannot achieve its objectives. Proper management of human resources can tremendously help
the organization to minimize the utilization of the other resource also.

Every employee in an industrial concern has to face certain problems or grievances

concerning wages, supervision, working conditions etc. This project report focuses on the
employee grievances of Malappuram Co-operative Spinning Mill Ltd, especially
concentrating on factory workers. It also analyses, effects and suggest remedial measures for
preventing it.

In an employee relationship the employer and employee have mutual expectations. When
an employee’s expectations are not full filled, he will grouse against the employer because of
the agreement or dissatisfaction.

Employees should aim to settle most grievances informally with their time manager. This
has advantage for all work places, particularly where there might be a close personal
relationship between manager employees. It also allows for problems to be settled quickly. It
there is grievances applying more than one person consider whether. It should be resolved
with any recognized trade unions.

An employee dissatisfied and harbors grievance when he feels that there has been
infringement of his rights, that their interests have been jeopardized. This sense of grievance
generally arises out of misinterpretation or misapplication of company policy and practices.

A good management redresses grievances as they arise, excellent management anticipated

them and prevent them from arising every organization. Need permanent procedure for
handling grievances.

2
 STATEMENT OF THE PROBLEM

The statement of the problem is obviously to make a study on employee’s grievances in

MALAPPURAM CO-OPERATIVE SPINNING MILL LTD. In this study the main thing I
came to be not is that bad working condition of employees. Company haven’t adopted any
new technologies get during this period where lot of competition occurring. It adversely and
badly effect the working of employees and it results in the reduction of quality of the product
so there will be a great chance to become the business failure. A grievance is any discontent
or feeling of unfairness and in the workplace, it should be pertaining to work. A grievance is
more deep-seated than a complaint. Complaints are expressions of grievances, but a
grievance is deep-rooted such that the employee takes appropriate remedial action to seek
satisfaction.

OBJECTIVE OF THE STUDY

1) Primary objectives
 To find out the employee grievances in Malappuram co-operative spinning
mill Ltd
 To find out the reason for grievances.
 To give necessary solution for grievances.
2) Secondary objectives
 To suggest an appropriate grievances handling procedure in Malppuram co-
operative spinning mill limited.
 To find out the nature of grievance according to the perception among the
employees in the organization.
 To examine the cause of grievance at Malappuram co-operative spinning mill
limited.
 To know the employees awareness about the grievance handling procedure in
the organization.
 To analyse the satisfaction level among the employees with the current
grievance handling procedures followed in Malappuram –co-operative
spinning mill limited.

3
 SCOPE OF THE STUDY

The study will be most probably helps to understand the grievance their employee’s of
the company. The study was conducted to using a structured questionnaire. The findings will
be help full for the company to analyze the problem of the employees.

The similar type of study is possible with another subject in same area.

RESEARCH METHODOLOGY

SOURCE OF DATA

Primary Data

The primary data has been collected from the employees by conducting interviews by
using structured questionnaire.

Secondary Data

The data regarding company, Industries, etc. Has been collected from the company
records, journals and magazines.

METHODS OF RESEARCH

Questionnaire methods were used has a research instruments for the purpose of
collecting primary data, of was developed currently in order to extra maximum and correct
information for the accomplishment of the objective of the study.

The made of research is like this:-

 Designing questionnaire.
 Selecting simple from the respondent group for survey.
 Executing schedule.
 Analyzing schedule.
 Interpretation of collected data.
 Presentation of the finding and suggestion.
 Stating the conclusion based on the study.

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SAMPLE DESIGN

Sampling

The process of extracting sample from a population is called sampling.

Types of sampling

Random sampling was used to identify the sample. The selection of the sample to
conduct the research depends upon the nature and scope of the study along with the objective
to be achieved.

Sample size

For the study, the sample size to be taken is 50 employees, who include various
departments in Malappuram co-operative spinning mill Ltd.

DURATION OF THE STUDY

The duration of the study is 21 days, ………………………………………

LIMITATIONS OF THE STUDY

1) The total number of the workers now under the organization above 250, but I look
around 50of them as sample.
2) Shortage of time affects the study.
3) Many of the information given by the employee’s are from their memory
4) The study is based on sample technique. All the errors of sampling may occur.
5) Forms of the respondents were not willing to share the data and form of them
answered very carefully
6) The data used for the study is mainly collected from secondary source.
7) The draw-backs of the tools and techniques also reflect in the study as well.

5
 INDUSTRIAL PROFILE

TEXTILE INDUSTRIES

The textile industry occupies an important place in the economy of the country.
Because it is contribution to the industrial output, employment generation and foreign
exchange earnings. Textile export represents nearly 30% of the country’s total exports. It has
a high weight age of over 20% in the national product. It provides direct employment over 15
million person in the mill. Power loom and hand loom sector, India is the second largest in
the world, secondly to the china and the USA and the second largest cotton consumer after
china.

The textiles industry occupies a unique place in our country. One of the earliest to
come into existence to India. It accounts for 14% of the total industrial production,
contributes to nearly 30% of the export and is the largest employment generator after
agriculture. Textile industry has a unique position as self reliant industry, from the production
raw material to the delivery of the finished products, with substantial value addiction at each
stage of processing. It is a major contribution to the country’s economy.

HISTORY OF TEXTILE INDUSTRY

The terms “textile” comes from the Latin word “texere” is meaning to weave. The
word textile originally meant a fabric made from moved fabrics. Today the term signifies any
of the vast number of fabrics produced by weaving and other techniques .it also refers to the
enterprise that spins yarn from fibers as from synthetic materials.

Until the 18th century the production of textile was by hand craft, practiced in small
units and by cottage spinners and weavers. Large and economically while cloth industries had
emerged in Britain, Belgium, and other European countries. The technical advance where
achieved during the 1700’s particularly in Britain

Cloth had been made by American colonist since the building of a cloth ‘’mill’’, the
massachu sets in 1638. The era of textile manufacturing was inaugurated by an English man
6
Samuel state, who had been a mill supervisor in England. In 1700 he rebuilt from memory a
spinning frame in providence and subsequently founded several other mills. 3 year earlier Eli
whitens introduced his cotton gin. It created a new demand for cotton fabrics.

At present cotton textiles mill across India provide employment to about a million
people. The textile industry in India consists of three distinct sections representing broadly
three level of technology and organization via mills, power loom, handloom. The mill sector
that is the organized and nominal sector in terms of investment output and technology is over
100 years old. Third one namely power loom sector has come to the sense over a couple of
decades back.

Ahmadabad is called Manchester of Indian witnessed the established of textile mill in

1859 under the management of sheth ranchodalal. Thereafter about four mills as per year
were established during the last century. In the last century there were 178 cotton textile mills
in India and city Bombay produced yarn which lad a good market in china. During the pre-
independence decades of the past century, the textile in India was provided a considerable
stimulus by the two world wars. The period of 1918-1921 in the First World War period was
period of reward profit for textile mill in India. But thereafter during the period of 1922-1937
the industry was dull.

While making a survey of the history and growth of the textile industry during
the four decades of the previous century one could hardly fail to observe the indirect support
derived by the industry from swadeshi movement of the first decades, non co-operation
movement of twenties and civil disobedience movements of thirties.

COTTON TEXTILE INDUSTRY IN INDIA

In India cotton textile industry are textile industries which are over a quarter
century old. They play an important role in the economy producing nearly 50000 million
meters of cloth and earning huge foreign exchange by export. Unfortunately the industry
faces a very high competition with their profit margin pricing of finishing product is depends
on availability rate of cotton, supply and demand export obligation, govt registration, extent
modernization and obviously the management ability and so on.

7
 The cotton textile industry is the largest industry in the organized structure of
manufacturing. The textile industry in India constitute of distinct section representing broadly
3 level of technology and organization via mill, power room and handloom. The first attempt
to establish a cotton textile in India was made since 18L8, under the name of Bowcarcha
cotton mills new Calcutta English enterprise. It was Mr.cDorer, a business man with greatest
enterprise vision and foresight. Who happens to be the first Indian textile industries to
establish a mill in Bombay name son Bombay spinning mill in the year 1854. The period
from 1854 was really a good period for the pioneering enterprise in the field of textile it gives
employment to vast number of people at each stage of production. As a result the standard of
living of people get raised and opportunity for a riches and are varied life get opened.
Ahmadabad is called the machetes of India. First spinning mill was established Mumbai in
the year 1854. The period of 1856-1860 was nice period as for as textile industries were
concerned. But during 1990’s the textile industries saw their through due to famine. Mills in
Bombay produced yarn. Which had a good market in China. A number of mills in Bombay
and Ahmadabad to close drown for long periods.
At present textile industry in India comprise of 698 mills and out of which 409 are
spinning mills and 289 as composite mills. Quite a large number of spinning mills 190 are
located in Tamilnadu. While the appreciate number of composite mills 168 are located in
state of Gujarat and Maharashtra. Our countries average output is about 2700 kg of cotton per
sectors. India’s total export in the world trade is only 0.6% with us and 45 billion and this is
expected to rise 1% le, us 80 billion over the next 5 years. The world trade in textile and
clothing around us 250 billion of which one country’s share is 3.3% about us 12 billion?
India’s cotton textile industry occupied a unique position it accountants for about 7% of the
gross domestic product, 20% of the export earnings. It contributes over Rs/-5 billion in terms
of excise duty to the exchequers. After agriculture this industry is the second largest
employment provides in the country as it’s cultivation provides 200 more days/hectare of
employment. Around 50 million people earn their livelihood through its cultivation or trade
and processing. A considerable it’s in directed employment. At the time of independence the
textile industry, the largest organized industry in the country, comprised an estimated 2.5
million handloom weaves and 356 mills, with an installed capacity of about 10.3 lakh
workers. After that, the increased in fabrics production is mainly because of the availability
of major raw-materials, such as cotton and man-made fiber however the charge of cotton
gradually declined from percent in the fifties to 69 percent in 1997.

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INDIAN TEXTILE INDUSTRY CONSTITUTE OF FOLLOWING
SEGMENT
Ø Readymade segment
Ø Cotton textiles including handloom
Ø Man made textiles
Ø Silk textiles
Ø Woolen textiles
Ø Handicraft, coir and jute

MAJOR PLAYERS IN INDIAN TEXTILE INDUSTRIES

 Aravind mill ltd

 Ramond ltd
 Alok industries
 Aditya birla nuvo ltd
 Century textiles
 Welspun india
 Bombey dyling

CAPACITY OF THE INDUSTRIES

During the five year plan provided from 1951 to 1975 installed capacity of spindle
has increased from 11 million to 18.6 million and that of looms from 1.95 lakshs to 2.67
lakshs. They yarn production has almost travelled from 591 million kg to 689 million kg.

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 TECHNOLOGICAL CHANGES

The level of technology related to the automation of textile machinery has changed a
lot indigenous efforts are near about the technology of machines manufactured in industrially
advanced countries. Substantial and sustained efforts to strength then indigenous effort and
technological backup were made. Today the major manufactures supply modern machines.

Indian textile machinery manufactures are able to produce at combative prices

sophisticated machines (of higher speed and population) provide technological supports and
economic and continuous demand is fourth coming microprocessor computers gained pride
of place in modern machines.

VARIOUS SECTORS IN TEXTILE INDUSTRIES

The textile industries in India IS predominantly cotton based with 70% of raw
materials consumed being cotton. The industries are composed of four major sectors. Namely
the mill sector, the handloom sector, the power loom sector, and history up garment sector.
The percentage share of the mill sector came down in 2001 to 2002. 3.54% compared to
4.14% in 2001 to 2002 mill production in cotton fabrics, blended, fabric and 100% non cotton
fabrics reduced, bringing the total fabric production in the mill sector down to 1512 million
square meters in 2001 to 2002. The total number of cotton manmade fiber textile mills in
December 2001 was1857 out of which 1576 are in spinning mills, 1506 is in the private
sector followed by 192 in public sector and 157 in the co-operative sector.

The sector share of power loom, hand loom, and hosiery or knitted increased
marginally with power loom having the largest share of 60 to 82% in 2001 to 2002 due to the
increase in production of 100% non cotton fabrics.

The employment generation in the decentralized power 100 m sector in 2001 to

2002 was 4023million in the hand loom sector, production increased from 7506 million
square meters 2000 to 2001, 7713 million square meters in 2001 to 2002: the sector produces
nearly 19% of the total cloth produces in the country the production in hosiery or knitted
sector was 6999 million square meters in 2001 to 2002 as against 6686 million square meters
in 2000 to 2001 the higher production observed in 2001 to 2002 over 2000 to 2001 was due
to the increase in production of cotton fabrics and 100% non cotton fabrics.

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 EFFECTS OF GLOBALIZATION

While globalization offers lot of benefits and opportunities, it also replete with
threat from our competitors the export – lead economies to destabilize our export and local
market. In order to with stand the competition both international and local market and
accelerate our export growth, it is imperative to identify the weakness of the textile industries
hindering its growth and work out of the action plan for elimination of such weakness as for
as feasible.

The textile engineering industries (TEI) has developed over the cast five decayed
and played vital role in the modernization of the textile industries. Efforts to develop
indigenous R&D and technical back up have been circum scribed by the dependence of
indigenous fertile engineering units on the foreign manufacturers to supply advanced to
technology which was not available in the century for current operation.

Most of the prominent textile machinery manufacturers across the global have
technical financial collaboration with indigenous produces.

However, the agreements in general are restrictive with regard to export market development
and transformation of technology. Against the background of automation, electronics and
robotics obtaining in advanced countries the textile machinery manufacture in the country
could be one or two generations behind in technology.

GROWTH IN CAPACITY

The textile mill industries have experienced considerable growth in capacity

over the years, as seen in the increase in the spindles from 31.75 million in 1996 to 35.64
million by March 2002. The number of rotors almost doubled since 1996 from 2.26 lakshs to
4.06 lakhs in end December 2001 and is expected to be 4.1 lakshs by the end of the financial
year.

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 PRESENT STATUS OF THE INDUSTRIES

At present textile industries in India, comprise of 698 mills out which 409 are
spinning mills and 289 on composite mills. Quite a large number of spinning mills (169) are
located in the state of Gujarat and Maharashtra. Our countries average output is about 2700
kg of cotton per sector. Punjab is the highest state for producing 445 kg cotton per hector.

GROWTH AND DEVELOPMENT OF THE INDUSTRIES

The analysis of the growth pattern of the different segments of the industries
during the last five decades of post independence era reveals that the growth of the industries
during the first two deludes after independence had been gradual, through lower and growth
had been considerably slower, during the third decades. The growth there after picked up
significantly by during the fourth decade in each and every segment of the industries the peak
of its growth has however been reached during the fifth decade i.e. that last ten years and
more particularly in the 90s.

FUTURE OF THE INDUSTRIES

In terms of agreement on textile and clothing (ATC) there will be no import

restriction for any category in any country and whole world would be an open international
market without any restriction in import and export of textile and garments. The competition
in international trade in textile is going to be intensified. Till now, India textile industries has
been a projected or shell treated industries and efforts were being made only for increasing
our market share in effort trade. But in an integrated world economy, it is a two way process;
we have not only to protect our domestic market because the threat of import penetration is
real, but also to increase our share in the international trade in textiles clothing.

STRENGTH OF INDIAN TEXTILE INDUSTRY

1) India has rich resources and raw materials of the textile industry. It is one of the largest
producers of cotton in the world and is also rich resources of fiber like polyester, silk,
viscose etc...

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2) India is rich in highly trained man power. The country’s huge advantage due to lower
wage rates because of low labor rates the manufacturing cost of textile automatically
come down to very responsible rate.

3) India is highly competitive in spinning sector has presence in almost in all process of the
value chain.
4) Indian garment industry is very diverse in size, manufacturing facility, type of apparel
produced quantity and quality of output, cost, requirement for fabric etc. It comprises
suppliers of ready-made garment both domestic and export market.

WEAKNESS OF INDIAN TEXTILE INDUSTRY

1) Indian textile industry is highly fragmented in industry structure and is laid by
Small scales companies. The reservation of production for very small

COTTON TEXTILE INDUSTRY ON KERALA

The textile industry in Kerala is the oldest and occupies a key position on the state
economy development. The Malabar spinning and wearing company at ponnanikkara in
Calicut started in 1884. The second important textile exit setup in the state was quit on
spinning mills. However some of the mills became silk units and were taken by national
textile corporation. The national textile corporation was incorporated in April 1986, with the
main objective of ensuring continued employment to the result of closure and also for
managing the over by the GOW. The Kerala state textile corporation was incorporated in
1972 with the objective of promoting textile industry and assisting mills.

In Kerala there are 31 established textile and out of that in mills are owned by central
and state government, and business are private owned mills , out of that 7 mills are situated in
Trichur district. These mills are follows.

a) Rajagopal textile Ltd.

b) Vanya Textile Ltd (lock out)
c) Sitaram Textile Ltd (Govt. undertaking)
d) Kerala Lakshmi Textile Ltd (central govt. undertaking)

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e) Co-operate spinning mill Ltd. (co-operation)
f) Thanikunndan Bhagirathi spinning mill Ltd. (under lock out)
g) Alagappa Textile Ltd. (central govt. undertaking)

Throughout Kerala have a number of cotton textile mills. The raw materials, cotton is
not widely cultivated here. It is obtained from other states or imported from outside India.
The climate conditions of Kerala frequently change. So suitable arrangements are made in
factories to minted the desired atmosphere conditions for the production of jayns. A huge
number of people get direct employment. More than 2000 workers are working in the
different cotton textile mills in Kerala.

Textile industries in Kerala also suffer from many problems” As stated before high
power cost. High raw materials cost, low technology etc..., all applicable to textiles mills in
Kerala. Another major problem is in the form of modernization it is may be viewed from 2
aspect.

1. Insufficiency of fund for modernization.

2. Modernization may involve installation of modern.

Machines which may bring a reduction in employment opportunities last. But not the
least. The labor problems makes in Kerala then least proffered place for any industry.

14
 COMPANY PROFILE

1) PRODUCTION DEPARTMENT

MALCO mills produces 4 type of yarn namely 45’s pc, 60’s and 72’s pc. Raw cotton
and polyester staple fiber are the 2 raw materials used in the mill for production of the yarn.
These raw materials are to be adopted in different proportion to achieve each product. This
department is concerned with conversion of raw material into the end product through a
series process. The mill manages is the head of the department.

Production is the most important function management, because it occupies a major

portion of the company’s finance and it effects the position of this company. This is the size
of the company permit these should be a separate production department. The responsibility
for producing all types of products in right quantities and an economical price should be
entrusted to this department.

PRODUCTION CHART

Mixing Blow room Carding Combes Drawing simplex

Spinning Cone winding packing

2) HR DEPARTMENT

The human resources is the most important asset of any organization and unlike other
resources the human factor is the only resources which has feeling and behavior pattern
which is not easy to predict. So this factor must be handled with care. The achievement of
organizational objectives depends upon the quality is utilized in getting things done. Human
resources handled all physical financial resources in an organization.
PROCESS INVOLVED IN HRM

1) Recruitment of employees
2) Training and development
3) Performance appraisal and job evaluation
4) Promotion and training

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CATEGORIES OF WORKERS

PERMANENT

Those who are successfully completed the 4 training stage within 21 months or who are
posted on the department basis and they will get all rights and benefits under the Indian
factories Act 1984. At present the number of permanent workers in mill is 284.

BADALIES

Those who are substitute the permanent workers in their absence and are temporary
workers and have completed their training period. At present the number of badalies in the
mill is 2.

TRAINEES

Technically qualified hands are appointed at apprentice trainees. They will get
preference in future appointment when vacancy arises. Training may be with get preference
in future appointment when vacancy arises. Training man be with be or without waves and
training periods is limited 2 years. At present the number of trainees in the mill is 11.
CASUALS

Casual workers are those workers who are not appointed on permanent basis. They get
work not only the temporary basis for which they are paid daily. If they don’t work any day.
The time keeps marks on the job cavois “no work” At present the number of casuals in the
mill is 110.

3) PURCHASE DEPARTMENT

A purchase committee is comprise the managing director, manager and deputy finance
controller meets in every month and decides the requirement if the company. The company
purchasing raw material by inviting quotation from suppliers and gives order to the lower rate
quotation.

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4) MARKETING DEPARTMENT

The marketing department is consisting of board of directors, mill manager and sales
officer. Sales have been done by outside Kerala. Up to date account has been prepared by all
sales activities.
All the marketing operation of the mill is carried out on the basis of memorandum of
agreement made between the mill and depot agent. The validity of agreement will be for one

year and it is renewed year after year. Usually this agreement is entered from 1 st August of

every year to the 31st July of next year.

5) STORAGE DEPARTMENT

Stores run under the super vision of stock keeper who is the head of the store and stores
assistant him. If the store department receives the goods and makes goods received not also
by the order from the concerned department for any goods, stores issue slips.

6) QUALITY CONTROL

It deals with the checking the quality of yarn processing. There are various type of
analyzing process to checking the quality of raw material and the production output. It has
been headed by the quality manager.

7) TIME KEEPING DEPARTMENT

Time keeping department which has been checked by the time by lay out in the
organization. The head of the department is welfare officer. It deals with sign and sings of
details of the employees.

8) MAINTENANCE DEPARTMENT

The assistant spinning master is the head of the department. Since preventive
maintenance is followed by the mill. The main function of maintenance of the machine has
been checked at properly manner.

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9) FINANCIAL DEPARTMENT

Financial is the life blood of the every organization. The mill is going heavy losses. A
business house must necessarily keep systematic records what happened from day to day. So
that it can know where it stands and so it can satisfy the ever increasing curiosity of the
income tax officer if nothing else. Most of business is run by Joint stock Company and
required by law to prepare periodical mostly annual statement in proper from showing the
state of financial affairs.

CAPITAL STRUCTURE

Capital structure is the mixing of long term sources of fund used by the firms. Ltd is
composed of owned funds. The capital structure of the mill is composed of

1. Share capital
2. Reserve and surplus
3. Secured loan

NATURE OF BUSINESS CARRIED

The Malappuram co-operative spinning mill Ltd manufacturing company engaged in

produced tarn and sample fibers” The type of organization is a cooperative society register
under the Kerala co-operative act in 28-OS-lg7S. MALCO a medium scale unit. Authorized
capital of the company is crores and paid up share capital is 113753860. Malco mainly
produced 3 type of yarn.

} Cotton
} Polyester stable fiber
} Viscose stable fiber

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LOCATION

The Malappuram co-operative spinning mill ltd. Is situated in Malappuram District,

north past of the Kerala. This place is 3 km away from Malappuram, it is near the passport
office.

MISSION

The MALCO spinning mill ltd. Serves the global clothing industry has a supplies of
high quality cost effective, time bound service in manufacturing, the MALCO ltd will
continually commit people with skill, expertise and to markets and jobs and expand our
global market.

VISION

The MALCO spinning mill ltd believes that the foundation of this business is to
provide excellent in its products through high quality and reliability economical and
competitive price, efficient service to the satisfaction of customers.

COMPETITORS

 Precoat spinning mill Ltd, palakkad

 KSTC spinning mill Ltd, Edrikkode
 Patspin spinning mill Ltd
 Rajagobal textile mill
 Vanaga textile Ltd, kunchikara
 Thanikkudambgavathi spinning mill Ltd

UNIONS IN MALAPPURAM CO-OPERATIVE SPINNING MILL LTD

 STU (Swathanthra Thozhilali Union)

 INTUC (Indian National Trade Union)
 CITU (Communist of Indian Trade Union)

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 INFRASTRUCTURAL FACILITIES

 Separate rest room and toilet facility for workers and staff.
 Canteen which provide food to employees at a subsidized rate.
 Exhausts fan which help reduce humidity.
 Well tarred internal road which help to easy transportation.

ADDRESS OF THE COMPANY

THE MALAPPURAM CO-OPERATIVE SPINNING MILLS LIMITED

P.B NO. 206, DOWNHILL POST
PATTARKADAVU
MALAPPURAM
KERALA,INDIA

PIN : 676519

TELEPHONE :     0483 – 2734841,    2734974,   2738038

FAX   :      0483 – 2734587

E-MAIL : mpmmill@gmail.com

WEB SITE : malcospin.com

OBJECTIVES OF THE COMPANY

 To carry out the business of cotton and staple fiber spinning.
 To purchase or acquire the deal in cotton staple fiber and other raw materials and
store for the purchase of the manufacturing process and marketing cotton yarn and
staple fiber yarn.
 To raise fund in such a manner as the board of directors the mill shall think fit for
carrying on business of the mill.
 To provide welfare of the person employed or for merely employed by the mill.

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 COMPANY PROFILE

Name of the company : The Malappuram Co-operative Spinning Mill Ltd.

(MALCO MILL)

Date of registration : 1975 October 28

Company started on : 1979

Production started on : 1980

New Settlement : 2005 November 29

Type of organization : A Co-operative Society registered under

Kerala Co-operative Act 1969

Industrial category : Medium Scale Unit

Main production : Cotton yarn and cotton polyester mixed yarn

Authorized share capital : 15 crores

Paid up share capital : 113753860

Welfare measures : Canteen, rest room, drinking water facility,

Ladies room, recreation facility and death
Relief fund etc.

Service retirement age : 58 (full pension)

Working hours : 1st shift : 8.00 am to 4.30 pm

: 2nd shift : 4.30 pm to 1.00 am

: 3rd shift : 1.00 am to 8.00 am

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 ORGANIZATIONAL STRUCTURE

Board of Directors

Level 1
Managing Director
Mill Manager
Level 2

Asst. Mill Manager Personnel Officer Dy. Fin. Controller Level 3

Senior Dy.
Dy. Level 4
Manager
Manager

Assistant Managers Level 5

Electrical Shift Level 6

Supervisor Supervisors

Executi Executive Executive Executive Level 7

ve Asst Assistants Assistant Assistant
- Stores T. O, P.F. Sales and Admin &
ESI Genl. Secretarial
Senior Accounts
Senior
Assistant Assistant Senior Level 8
(Data (SQC) Assistant
Entry) (Raw
Material)
Assistant -
Stores Level 9
Junior
Electricians Jobbers Assistants
& Driver
Level 10

Workers

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 CHAPTER 2

REVIEW OF LITERATURE

23
 REVIEW OF LITERATURE

According to Aswathappa.K, grievance may be denied as any feeling of discontent

or dissatisfaction, whether expressed or not and whether valid or not arising out of anything
connected with the company that an employee thinks, believes or even feels is unfair, unjust
or inequitable.
A grievance may be:
 Unvoiced or stated by the worker,
 Written or unwritten, and
 Valid or ridiculous, and may arise out of something connected with the company.
The formal mechanism for dealing with such a workers' dissatisfaction is called grievance
procedure. There may be variations in the procedures followed for resolving employee
grievances. Variations may result from such factors as organizational or decision-making
structures or size of the plant or company. Large organizations do tend to have formal
grievance procedures involving succession of steps. Lewin and Boroff did include the
employees' perceived effectiveness of the grievance procedure as an explanatory variable.
Surprisingly, this was not significantly related to grievance _ling. Further research focusing
on expectancy theory and grievance _ling that more fully develops testable hypotheses
derived from expectancy theory seems appropriate.

Paul F. Salipante, René Bouwen, (1990)1 in his study “Behavioral Analysis of

Grievances: Conflict Sources, Complexity and Transformation” grievance research has made
little use of behavioral concepts developed in the literature on organizational conflict. Such
concepts form the basis for a model of grievance behavior that relates the sources of
grievances to grievance actions and outcomes. Sources of grievance conflict are explored by
analyzing interviews with Belgian and American employees concerning their complaints in
the workplace. As an alternative to the limiting substantive classifications traditionally used,
a categorization of grievances is presented that corresponds to grievant' own formulations of
the causes of conflict. Applying this categorization scheme to the interview data revealed that
most grievances have multiple sources and that a grievant typically distorts public statements
concerning the sources of the grievance. Behavioral analysis of grievances can benefit
researcher and practitioner by providing insight into the organizational function of conflict
and into employees' most basic beliefs about their organization’s values. Carlson, Jan,
(1992)2 in his study “Handling Grievances and Unfairness” Details the topic of disciplinary

24
procedures and also a report of ACAS in the northern region. Managers and supervisors are at
the first level when an employee raises a particular grievance, which, if it cannot be resolved
at that level, moves up in seniority. The whole Endeavour is that the grievance should be
settled with discretion and fairness at an early stage, if possible. In the most difficult cases
ACAS is available to assist in resolving them. In the northern region ACAS is becoming
increasingly busy through the impact of recession and national developments in matters like
equal opportunities and employee discrimination. ACAS arranges seminars for management
and employee representatives to address the most common issues relating to contracts and
disciplinary procedures. Kelly L. Cleyman, Steve M. Jex, Kevin G. Love, (1995)3 in their
article "Employee Grievances: An Application of the Leader-Member Exchange Model”
Using the Leader-Member Exchange (LMX) model as a guide, this study examined the
relationship between the quality of information exchange between an employee and his or her
immediate supervisor and the intention to file grievances. One hundred twenty-five unionized
automotive employees completed a measure of quality of information exchange and
responded to eight vignettes representing hypothetical work situations. Employees rated each
vignette in terms of their intention to file a grievance if faced with that situation. It was
hypothesized that employees who perceived a high quality information exchange relationship
with their supervisors would be less likely to file grievances than employees who perceived a
low quality information exchange relationship. When the intent to file measure was
aggregated across all vignettes, the hypothesis was supported. When the vignettes were
categorized into three different types of grievance situations through a principal components
analysis, quality of
information exchange was related only to grievance filing over issues pertaining to time at
work.
Implications of these findings for both employee grievance research and grievance
prevention are discussed. Caroline M. Hook, Derek J. Rollinson, Margaret Foot, Janet
Handley, (1996)4 in his study “Supervisor and manager styles in handling discipline and
grievance: Part one – comparing styles in handling discipline and grievance” Presents the
first of two reports which research into the handling styles of supervisors and managers when
dealing with disciplinary and grievance situations. Compares the handling styles that they use
when dealing with discipline and grievance situations and finds that differences exist in the
styles used for the two types of issue. The less serious disciplinary cases seem to attract a
fairly prescriptive autocratic style, whereas those which are potentially more serious to the
organization tend to be handled with less prescriptive approaches that involve the employee
25
to a greater extent, and it is this approach which theory suggests is more likely to bring about
the desired change in the behavior of the employee. With the exception of cases which pose
some threat to managerial authority, the general pattern that emerges for grievances is that
they tend to be explored in a less prescriptive way. Describes the research methodology and
sets the scene for a further research report. Lawrence Nurse, Dwayne Devenish, (2007)5 in
his study “Grievance Management and its Links to Workplace Justice” The purpose of this
paper is to explore the influence of workers' demographic characteristics on their perceptions
of procedural justice from grievance management. A related aim is to determine whether
procedural justice perceptions have an impact on perceptions of distributive justice. Walker,
Bernard and Hamilton, Robert, (2011)6 in their article “Employee–Employer Grievances”
The focus of industrial conflict has shifted from collective confrontation to grievances
between employee and employer. This narrative review encompasses a range of international
research on individual employee–employer grievances. The literature is reviewed in four key
stages: (1) the incidence of grievable events; (2) the employee's response to a potential
grievance issue; (3) the effectiveness of grievance processing; and (4) outcomes. The
incidence of grievable events cannot be estimated precisely, because most are either not
pursued by the employee or are settled informally (and so not recorded). Most research has
been done on the second stage, investigating when a grievance will be pursued. The
theoretical frame of exit, voice and loyalty, adapted from A.O. Hirschman (Exit, Voice, and
Loyalty: Responses to Decline in Firms, Organizations, and States. Cambridge, MA: Harvard
University Press, 1970) has been prominent, but a series of findings have challenged the
validity of this model and suggest a range of competing theories which may explain the
apparent conundrum of negative outcomes associated with formal grievance procedures. The
role of power has regained prominence, and this is part of a fuller understanding of grievance
outcomes. The focus has been on the employee perspective, and it is now timely to broaden
the focus, modeling a progression through a sequence of stages and emphasizing the role of
employers in designing and managing grievance processes which are effective and fair.

Dr.V.Mohana Sundaram, N.Saranya, (2013) in his article “Employee grievance”

Organizations are made up of people and functions through people without people
organization cannot exist. The resource of men, money, material, and machinery are
collected, coordinated and utilized through people in the organization. It is through the
combined efforts of people that materials and monetary resources are effectively utilized for

26
the attainment of common objectives and goal without united human efforts no organization
can achieve its goals.

Zulkifee Bin Daud, Khulida Kiran Yayhya, (2011) in his research paper “The
Influence of Heads of Department Personalities on the selection of Grievance Handling
styles” Grievance management is an important topic in the area of industrial relations.
Research on grievance management is burgeoning, and yet the understanding of its
antecedents and consequences remains rather unclear. This research discuss the styles in
handling grievances among heads of department at a telecommunication headquarters and
branches located in Peninsular Malaysia and the determinant of personalities in selecting the
appropriate styles.

Sonika Sharma, Niti Sharma , (2011) in his research paper entitled “Listening Skills:
A Pre-Requisite for grievance handling” The ability to be an active listener is too often taken
for granted. HR professionals play pivotal role in the organization. They inject a feeling of
confidence and belief among the staff members by listening and solving their issues and
concerns. Employee grievances are essentially human problems, real or imaginary.

Lawrence Nurse, Dwayne Devenish, (2007) in his working paper entitled

“Grievance Management and its Links to Workplace Justice” The purpose of this paper is to
explore the influence of workers’ demographic characteristics on their perceptions of
procedural justice from grievance management. A related aim is to determine whether
procedural justice perceptions have an impact on perceptions of distributive justice.

27
 INTRODUCTION

Human beings are the most precious part our organization. The success or failure
of an enterprise largely depends upon the people who manage the organization. There for, the
importance of people for the profitable running of an organization is often reorganized,
according to the words of ALFRED MARSHELL the most valuable of all capital is that
invested in human beings.

There is fundamental truth in the cliché that “people are organization most
important asset. In every organization human resources are a pivotal variable without which
the in animate assets are worthless.” Like cash put in to a saving account, human resources
need to be understood in their proper prospective and utilize effectively to achieve the goals
of an organization. This requires that human resources must be managed and management
implies that work should be effectively completed with through other people. The
management process is made up four steps embracing the “people” dimension “getting them,
repairing them, acting them, keeping them.” The manger of employees is a very complicated
and challenging risk.

The employer, the employee and the contract of employment are three ingredients
of employment. The employer is a person is a person who employees or engage the services
of other persons. The employment is the contract of service between the employer and the
employee under which the employee agrees to serve the employer, subject to is control and
supervision.

Under the minimum wages act, 1948, employee means “Any person who is
employed for hire or reward to do any work skilled or unskilled, manual or clerical in a
scheduled employment in respect of which minimum rates of wages have been fixed. The
term includes an out worker, to whom a articles or materials are given out by another person
to be made up, cleaned, washed, altered, finished, prepared, adapted or other vice processed
for the purpose of the trade or the business of that other person were process it to be carried
out either in the home of the out. Worker or in some of the premises under the control and
management of that other person and also includes as employee declared to be and an
employee by the applet government but excluded any member of the armed forces of the
union.

28
 GRIEVANCE

The grievances may be real or imaginary, valid or invalid, genuine of falls.

Broadly speaking, a complaint affecting one or more workers constitutes grievances. The
complained may relate to the quantum of wages the mode of payment, payment for overtime
work leave, interpretation of service a agreements dismissal of discharge or complaint against
for men, against the equity of the plant or the part used to machinery, over the food available
in the canteen.

MEANING AND DEFINITION

‘Grievance’ means a claim by an eligible employee that the employees personal

employment has been effected by unfavorable employment decisions or conditions due to
unfair treatment. A grievance is a formal expression of dissatisfaction about a work situation
usually by an individual employee, but it may sometimes be initiated by a group employees
or a union acting on their behalf.

It is rather difficult to define a grievance. Personal experts, however, here

attempted to define the grievance is defined as “Any discontent or dissatisfaction, whether
expressed or not and whether valid or not, erasing out of anything connected with the
company that an employee think, believes or event feels, is fair, unjust or in equitable.”

This definition is very broad and covers dissatisfaction which have the
following characteristics:-

 The discontent must arias out of something connected with the company.
 The discontent may be expressed grievances are comparatively easy to recognize are
indicating by difference to absenteeism tardiness etc.
 The discontent may be valid legitimate and rational or untrue and irrational or
completely indecorous.

The international labor organization defined a grievance as “A complain of one

more workers in respect of wages, allowances, conditions of work and interpretation of

29
service stipulation covering such areas over time , leave, transfer, promotion, seniority, job
assignment and termination of service.

In the opinion of the national commission on labor: “complaints affecting on

or more individual workers in respect of wage payment, over time, leave, transfer, promotion,
seniority, job assignment and termination of service.” On an analysis of these various
definitions it may be noted that:

 Grievance is word which cover dissatisfaction and which has one more of the
following characteristics.
1. It may be unvoiced or expressed the stated by an employee.
2. It may be written or verbal.
3. It may be valid and intelligence, untrue or completely falls.

NATURE OF GRIEVANCES

A grievance may be submitted by worker or several, in respect of any measure or

situation which directly affect or likely to affect, the conditions of employments of one or
several workers in the organization. Where grievance is transformed-it falls outside the
grievance procedure and normally comes under the pure view of collective bargaining.

CAUSES OF GRIEVANCES

From the practical point of view, it is probably easier to those are note precipitate
grievances than the unappreciable once, Just about any factor involving wages, hours or
conditions of work shall from the basis of grievance.

An employee dissatisfies and harbors grievance when he feels that there has been
infringement of his rights, that their interests have been jeopardized. This sense of grievance
generally arises out of misinterpretation or misapplication of company policy and practices.

Two American experts are of the view that there are three main factors which
contributes to the grievances of the employee management policies and practices, trade union
practice and personality traits.

Employee grievances may be due to:

1. Demands for individual wage adjustment

30
 2. Complaints about the incentive system
3. Complaints about the job satisfaction
4. Complaints against a particular foremen
5. Complaints concerning disciplinary measures and procedures
6. Objection to the general method of supervision
7. Loose calculation and interpretation of agreements
8. Promotions
9. Disciplinary discharge or lay-off
10. Transfer for another department
11. Non availability material in time
12. Improper job assignments and
13. Undesirable and unsatisfactory conditions of work.

The management too has grievances against its employees.

These concerns,

1. Indiscipline.
2. Go slow tactics.
3. Non-fulfillment of the terms of contracts signed between the management.
4. Failure of the trade union to live up its promises to the management.
5. Questionable methods adopted by trade unions to enlist members.
6. Trade union which conflict with terms of contracts arrived at between a trade union
and management.

It should not that some grievances are more serious them others since they are
usually more difficult to settle. Discipline cases and seniority problems (including
promotions, transfer, and lay out) would top in this list. Other would include grievances
growing out of job evaluation and work assignment overtime, vacations incentive plans and
holidays. As grievance is often just symptom of an under laying problems sometimes hard
relations between supervisors and subordinates are to blame, this is often the cause of
grievances over ‘fair treatment’. Organizational factors like automated jobs or ambiguous job
description that frustrate or aggravate employee are other potential cause of problem.
Employees are getting another cause of grievance. They are individual, who by their nature
negative, classified and grievance prone.

31
GRIEVANCE PROCEDURE

In India, the government has been making up grievance machinery at the level
over since 1056-58 when the standing committee of the Indian. Labor conference submitted a
draft on the various aspects or a grievance procedure. The national commission of labor was
setup by the government as a procedure. In effect government machinery on only recommend
but it is up to the respective management of each enterprise to formally adopt or reject the
grievance procedure.

FEATURES OF GOOD GRIEVANCE PROCEDURE

A good grievance procedure should
Have the following features:

1. Complaints must be fully described by the person with the grievance.

2. The person should be given the full details of the allegation against them.
3. The person against whom the grievance is made should be have the opportunity and
be given a responsible time to put their side of the story before resolution is
attempted.
4. Proceeding should be conducted honesty, fairly and without bias.
5. Proceeding should not be unduly delayed.

GRIEVANCE HANDLING

Anybody working an organization may, at some time, have problems or

concerns about their work, working conditions or relationship with colleagues that they wish
to talk about it with management, they want the grievance the grievance to be addressed and
if possible, resolved. It is the responsibility of the management to resolve problems before
they can develop in to major difficulties.

Employees should aim to settle most grievances informally with their time
manager. This has advantage for all work places, particularly where there might be a close
personal relationship between manager employees. It also allows for problems to be settled
quickly, it there is grievances applying more than one person consider whether. It should be
resolved with any recognized trade unions.

If grievance cannot be settled informally or a formal approach is preferable, the

employee should raise it formally with management.

32
 HOW TO HANDLE GRIEVANCES

 Put the employee at ease

Put the employee at ease by making him feeling that he has a right to excess himself
frankly to you by indicating that you are really and open minded to give him all time
necessary to discuss his.
 Listen with sincere interest
Evidence of lack of sincere interest in a man’s grievance will convince him that he is
not going to get a fair consideration.
 Discuss-Do not argue
An argument tends convince each party that he himself is right and the other is wrong.
An argument raises emotional temperature of the participants as each interest.
 Get the story straight
Let the man with complaint repeat his story as this has an effect of lowering his
‘temperature’ because each time he ‘gets it off his chest’ his grievances tends to come
down to its true and reasonable proportion.
 Get all the facts
Consult not only the person who complaints but all others whose knowledge of the
situation may contribute to a thorough understanding of the problem.
 Consider the employee’s view point
Consider all the possible reasons why he might feel way he does and all the possible
reasons why his viewpoint might be mistake on.
 Be willing to admit a mistakes
Readiness to admit a mistake encourages the man who brings up a grievance to admit
a mistake on his own par.
 Give the benefits of doubt
Give the benefits of doubt to the worker’s because it will usually prove a good
investment in the form of goodwill of the employee.

33
 CHAPTER 3
&
CHAPTER 4

DATA ANALYSIS AND INTERPRETATION

34
 TABLE – 1

OPINION ABOUT JOB SATISFACTION

OPINION NO.OF RESPOND PERCENTAGE

Highly satisfied 15 30

Satisfied 30 60

Dissatisfied 5 10

Total 50 100

OPINION ABOUT JOB SATISFACTION

70
60
60

50

40 OPINION ABOUT JOB

SATISFACTION
30
30

20
10
10

0
Highly satisfied Satisfied Dissatisfied

INTERPRETATION

Majority of responds are satisfied with job that is 60% and 30% of responds are
highly satisfied and 10%of responds are dissatisfied.

35
 TABLE – 2

OPINION ABOUT EMPLOYER EMPLOYEE RELATION

OPINION NO.OF RESPOND PERCENTAGE

Very good 38 75

Good 12 25

Bad 0 0

Total 50 100

OPINION ABOUT EMPLOYER EMPLOYEE RELATION

80 75
70

60

50 OPINION ABOUT EMPLOYER

EMPLOYEE RELATION
40

30 25
20

10
0
0
Very good Good Bad

INTERPRETATION

In the 75% of responds are expressed employer and employee relation very good
and 25% are expressed good there is responds of bad.

36
 TABLE – 3

REPORTING OF GRIEVANCES

OPINION NO.OF RESPOND PERCENTAGE

Supervisor 30 60

Trade unions 20 40

Total 40 100

REPORTING OF GRIEVANCES
70
60
60

50

40 REPORTING OF GRIEVANCES
30
30

20

10

0
Supervisor Trade unions

INTERPRETATION

60% of respond are reported the grievances to supervision and 40% are for reported
to trade union.

37
 TABLE – 4

REMEDIES TAKEN BY MANAGEMENT

OPINION NO. OF RESPOND PERCENTAGE

Great excellent 25 50

Some excellent 15 30

Little excellent 10 20

Total 50 100

REMEDIES TAKEN BY MANAGEMENT

60

50
50

40
REMEDIES TAKEN BY
30 MANAGEMENT
30

20
20

10

0
Great excellent Some excellent Little excellent

INTERPRETATION

50% of responds are satisfied with remedies taken by management and 30% of
responds some excellent and 20% are little excellent.

38
 TABLE - 5

GRIEVANCES HANDLING PROCEEDURE

OPINION NO OF RESPOND PERCENTAGE

Highly satisfied 30 60
Satisfied 15 30
Dissatisfied 5 10
total 50 100

GRIEVANCES HANDLING PROCEEDURE

10

highly satisfied
satisfied
dissatisfied
30

60

INTERPRETATION

60% of responds are highly satisfied with grievances handling

procedure and 30% of responds satisfied and 10% of responds dissatisfied.

TABLE – 6

39
 OPINION ABOUT TRAINING PROGRAM

OPINION NO.OF RESPOND PERCENTAGE

compulsory 50 100
Not Compulsory 0 0
Total 50 100

TRAINING PROGRAM
120

100
100

80

60

40

20

0
0
Compulsory Not compulsory

INTERPRETATION

Respondents favorable regarding the needs of training.

TABLE – 7

OPINION ABOUT FIRST AID FACILITY

40
 OPINION NO. OF RESPOND PERCENTAGE

Good 25 50

Average 15 30

Poor 10 20

Total 50 100

OPINION ABOUT FIRST AID FACILITY

60

50
50

40
OPINION ABOUT FIRST AID
30 FACILITY
30

20
20

10

0
Good Average Poor

INTERPRETATION

In the observation 50% of responds about first aid are good and 30% average
and 20% poor.

TABLE – 8

OPINION ABOUT SELF DEVELOPMENT OPPORTUNITY

41
 OPINION NO.OF RESPOND PERCENTAGE

Great excellent 5 10

Some excellent 10 20

Little excellent 35 70

Total 50 100

OPINION ABOUT SELF DEVELOPMENT OPPORTUNITY

80
70
70

60

50 OPINION ABOUT SELF

DEVELOPMENT OPPORTUNITY
40

30
20
20
10
10

0
Great excellent Some excellent Little excellent

INTERPRETATION

Here 70% of responds have little excellent to self development opportunity 20%
are some excellent 10% are great excellent.

TABLE – 9

OPINION ABOUT REST ROOM

OPINION NO.OF RESPOND PERCENTAGE

42
 Highly satisfied 10 20

Satisfied 35 70

Dissatisfied 5 10

Total 50 100

OPINION ABOUT REST ROOM

80
70
70

60

50
OPINION ABOUT REST ROOM
40

30
20
20
10
10

0
Highly satisfied Satisfied Dissatisfied

INTERPRETATION

Here 70% of responds are satisfied with rest room facility 20% are highly satisfied
and 10% are dissatisfied.

43
 TABLE – 10

TRADE UNION ACTIVITY

OPINION NO OF RESPOND PERCENTAGE

Highly satisfied 20 40
Satisfied 20 40
Dissatisfied 10 20
total 50 100

TRADE UNION ACTIVITY

10

highly satisfied
40 satisfied
dissatisfied

40

INTERPRETATION

40% of employees are highly satisfied. The same percentage of employees

are satisfied and the 20% of employees are dissatisfied.

TABLE – 11

HOUSE RENT ALLOWANCE

44
 OPINION NO.OF RESPOND PERCENTAGE
Yes 30 60

No 20 40

Total 50 100

HOUSE RENT ALLOWANCE

70
60
60

50
40
40 HOUSE RENT ALLOWANCE

30

20

10

0
Yes No

INTERPRETATION

60% of responds are got house rent allowances they are permanent and 40% not get house
rent allowance because they are in training period.

TABLE - 12

OPINION ABOUT OVER LOAD

45
 OPINION NO.OF RESPOND PERCENTAGE
Agree 8 15

Natural 25 50

Disagree 17 35

Total 50 100

OPINION ABOUT OVER LOAD

60

50
50

40
35
OPINION ABOUT OVER LOAD
30

20
15

10

0
Agree Natural Disagree

INTERPRETATION

In the graph the responds of 50% are natural with their work load 25% agree with
over load and 35% of responds does not agree with over load.

TABLE - 13

TABLE - 13

CANTEEN FACILITY

46
 OPINION NO.OF RESPOND PERCENTAGE
Highly satisfied 5 50
Satisfied 30 30
Dissatisfied 15 20
Total 50 100

CANTEEN FACILITY
60

50
50

40
CANTEEN FACILITY
30
30

20
20

10

0
Highly satisfied satisfied Dissatisfied

INTERPRETATION

60% responds are satisfied with canteen facility and 30% of dissatisfied and
10%are highly satisfied

47
 TABLE – 14

WORKING ENVIRONMENT

OPINION NO OF RESPOND PERCENTAGE

Highly satisfied 35 70
Satisfied 10 20
Dissatisfied 5 10
total 50 100

WORKING ENVIRONMENT

Highly satisfied
satisfied
dissatisfied

70

INTERPRETATION

More than 50% of employees are highly satisfied and 20% employees
are satisfied. 10% of employees are dissatisfied

48
 TABLE – 15

URINAL FECILITIES

OPINION NO OF RESPOND PERCENTAGE

Very good 25 50
Good 15 30
bad 10 20
total 50 100

URINAL FECILITIES

20

very good
good
bad
50

30

INTERPRETATION

50% employees are responds very good and 30% of employees are
responds good and the 20% employees responds to bad urinal fecilities.

TABLE – 16

EMPLOYEE STATE INSURANCE

49
OPINION NO OF RESPONDS PERCENTAGE
Yes 30 60
No 20 40
total 50 100

EMPLOYEE STATE INSURANCE

40 yes
no

60

INTERPRETATION

More than 50% of employee responds yes and 40% of employees

are responds not.

TABLE – 1 7

PRESENT WAGE AND SALARY

50
OPINION NO OF RESPOND PERCENTAGE
Highly satisfied 35 70
Satisfied 10 20
Dissatisfied 5 10
Total 50 100

PRESENT WAGE AND SALARY

10

20 highly satisfied
satisfied
dissatisfied

70

INTERPRETATION

More than 50% employees are responds highly satisfied and 20%
of employees are responds satisfied and only 10% of employees are dissatisfied

TABLE – 18

ENTERTAINMENT FACILITY

OPINION NO.OF RESPONDS PERCENTAGE

51
 Very good 5 10
Good 250 50
Bad 20 40
Total 50 100

ENTERTAINMENT FACILITY
60

50
50

40
40
ENTERTAINMENTFACILITY
30

20

10
10

0
Very good Good Bad

INTERPRETATION

50% of responds the entertainment facility are good, 40% poor and 10% very
good.

52
 TABLE – 19

JOB SECURITY

OPINION NO OF RESPOND PERCENTAGE

Excellent 20 40
good 15 30
Poor 10 20
Very Poor 5 10
total 50 100

JOB SECURITY
10

excellent
20 40 good
poor
very poor

30

INTERPRETATION

40% of employees are respond excellent and 30% of employees are

responds good.20% of employees are respond poor and 10% of employees are
responds very poor.

TABLE – 2
53
 BONUS PROVIDED BY THE COMPOANY

OPINION NO OF RESPOND PERCENTAGE

Highly satisfied 25 50
Satisfied 15 30
Dissatisfied 10 20
total 50 100

BONUS PROVIDED BY THE COMPANY

20

highly satisfied
satisfied
dissatisfied
50

30

INTERPRETATION

50% of employees are responds highly satisfied and 30%

of employees are responds to satisfied.20% of employees are
responds to dissatisfied.

54
 CHAPTER 5

FINDINGS, SUGGESTIONS AND CONCLUSION

55
 FINDINGS

In the study I found that fast studies and information collected, they aims some
reason from the part of management, employees working conditions, resulting, employees,
grievances.

1. The employees are satisfied with ESI facilities.

2. While considering previous year the grievance of employee is reduced because taking
collective management.
3. The day to day living conditions is changed and employee’s needs changed the wage
provided to them not sufficient to meet their needs.
4. The rest room facility is poor.
5. There is not housing facility or quarter’s facility.
6. The employer and employee relation inside in the institution are very good.
7. The entertainment facilities are not good.
8. The trade union activities are going on very good.
9. In the study the canteen committees do their on duty not care about the employee’s
health or canteen facility.
10. In the study the main reason for grievance in adequately of work conditions.
11. The leave allotted for the workers are not sufficient for them.
12. There is no transportation facility to the employees.
13. The majority workers are permanent.

56
 SUGGESTIONS

Company has to provide transportation facility to employees.

1. The canteen facility should have extended through qualitative food to the
workers.
2. Recognition and rewards are used to motivate employee to create good
productivity.
3. Rest room facility and entertainment facility should be expanded.
4. Provide good working conditions to avoid grievances.
5. The management should provide ambulance or any other vehicles facility to
meet emergency cases.

57
 CONCLUSION

In the study mainly concentrated on employees grievances in Malappuram

Co-operative Spinning Mill Ltd. In the company there is some amount of
grievances are arising while considering previous year. The main reason for the
grievances is working condition, cause of adventure rest room facility and not
provided ambulance facility to meet emergency cases.

In the study, I understood than the company not gives much importance to
employees. So organization should take necessary action to settle employee
grievances.

58
APPENDIX

59
 QUESTIONNAIRE

Name:

Age:

Educational qualification:

Length of service:

1. Are you satisfied with your job?

Highly satisfied Satisfied Dissatisfied

2. Rating the relationship of employees with management?

Very good Good Bad

3. To whom the grievances are firstly reported?

To supervisor To union others

4. If quick remedies are taken by management?

Great extend Some extend Little extend

5. Are you satisfied with the grievances handling procedure?

Highly satisfied Satisfied Dissatisfied

6. If training is compulsory?

Yes No

7. Provision for first aid allowance?

Good Average Poor

8. Do you get opportunity for self development?

Great extend Some extend Little extend

60
9. Your opinion about rest room?

Highly satisfied Satisfied Dissatisfied

10. Your opinion about trade union activities?

Highly satisfied Satisfied Dissatisfied

11. Do you get house rent allowance?

Yes No

12. Do you feel over load with work?

Agree Natural Disagree

13. Are you satisfied with canteen facility?

Highly satisfied Satisfy Dissatisfied

14. Your opinion about working environment in the company?

Highly satisfied Satisfied Dissatisfied

15. Your opinion about urinal facilities?

Very good Good Bad

16. You gets ESI (Employee State Insurance) fund?

Yes No

17. Are you satisfied with your present wage and salary?

Highly satisfied Satisfied Dissatisfied

18. Your opinion about entertainment fecilities?

Very good Good bad

19. What do you think about the job security in your organization?

Excellent Good Poor Very poor

20. Are you satisfied with the bonus provided to you?

Highly satisfied satisfied dissatisfied

61
BIBLIOGRAPHY

62
 BIBLIOGRAPHY

Human Resource Management Text and Cases K. Aswathappa

Research Methodology CR. Kothari

Social Survey and Research Dr. Das

Organization Behavior Stephan. P. Robin

Web sites

 www.wikipedia.com
www.google.com

Amound Paid 200 + 300

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